Informational ISO9001:2015 Process Interactions

[John Broomfield]

It may be possible to do same if you had that map (remember the words "process" and "map" don't appear next to each other in any of the standards) on an Excel spreadsheet, you could embed comments that include the text. In this way, the visual thinkers could still get the detail that would actually add some utility to the document. The map by itself seems like just a chore to put together for auditors.

Jen,

Developers of process based management systems have been mapping processes in order to understand them and improve them since the days of Frank Gilbreth in 1921:

Why You Should Bother With Business Process Modeling | Process Street | Checklist, Workflow and SOP Software

Text is great for detailed instructions and checklists (specifying tasks) but deployment flowcharts can do a much better job of showing how individual team members interact when working to make their process a success.

The deployment flowchart also can show how processes, departments and other entities which are crucial for the system success interrelate and interact.

Other types of flowchart usually show the sequence of tasks and often do not even show who does the work. Sure, auditors may only show a passing interest in these flowcharts because of their relatively low value when fulfilling an audit objective within a limited timeframe.

Best wishes,

John

 

[chetws]

Jen,

Developers of process based management systems have been mapping processes in order to understand them and improve them since the days in Frank Gilbreth in the 1921:

Why You Should Bother With Business Process Modeling | Process Street | Checklist, Workflow and SOP Software

Text is great for detailed instructions and checklists (specifying tasks) but deployment flowcharts can do a much better job of showing how individual team members interact when working to make their process a success.

The deployment flowchart also can show how processes, departments and other entities which are crucial for the system success interrelate and interact.

Other types of flowchart usually show the sequence of tasks and often do not even show who does the work. Sure, auditors may only show a passing interest in these flowcharts because of their relatively low value when fulfilling an audit objective within a limited timeframe.

Best wishes,

John

An extremely informative article John. Thank you very much.

 

[Marc]

Some old stuff, but still relevant. I have a long standing appreciation of various flowcharts.

Can flowcharts replace text based Procedures?

https://elsmar.com/pdf_files/Flow_Charts_for_2000.pdf

Numbering system for flowcharts - Suggestions please

Document Formats: Text Procedures vs. Flow Charts (Process Maps)

I found them useful back in the 1980's and still find them to be a significant help.

 

[chetws]

Some old stuff, but still relevant. I have a long standing appreciation of various flowcharts.

Can flowcharts replace text based Procedures?

https://elsmar.com/pdf_files/Flow_Charts_for_2000.pdf

Numbering system for flowcharts - Suggestions please

Document Formats: Text Procedures vs. Flow Charts (Process Maps)

I found them useful back in the 1980's and still find them to be a significant help.

After taking the time to read through the Flow Charts for 2000, that was really helpful. Thanks a lot, Marc.

 

[L.Soad]

Hi everybody,

I’m actively trying to make a 50 employees service company ISO9001 compliant. I had to define all the process nearly from scratch, as required by the standard. Here is what I came with (I just did a quick translation but I think it gives a good idea of what they represent for the company)

Do you think this kind of separation between management, operational and support process is enough to show interractions? I also made some « process identification» documents (2 or 3 pages long) where I described the principal interactions of the process with the other ones (for example : OPE02 needs resources from the SUP01, 02 and 03 processes, calibrated instruments from process SUP04,and a good service proposal made during the process OPE01).

I hope these two together are enough to show the process interactions.

Thank you for your help

PS : OPE process 2, 3 and 4 are really different and easier to manage like that (we got 3 operational departments, few interactions between them, even if sometimes a client uses 2 or all 3 of them in a year)

 

[Tagin]

Hi everybody,

I’m actively trying to make a 50 employees service company ISO9001 compliant. I had to define all the process nearly from scratch, as required by the standard. Here is what I came with (I just did a quick translation but I think it gives a good idea of what they represent for the company)

Do you think this kind of separation between management, operational and support process is enough to show interractions? I also made some « process identification» documents (2 or 3 pages long) where I described the principal interactions of the process with the other ones (for example : OPE02 needs resources from the SUP01, 02 and 03 processes, calibrated instruments from process SUP04,and a good service proposal made during the process OPE01).

I hope these two together are enough to show the process interactions.

Thank you for your help

PS : OPE process 2, 3 and 4 are really different and easier to manage like that (we got 3 operational departments, few interactions between them, even if sometimes a client uses 2 or all 3 of them in a year)

Yes, I would think that the graphic plus the textual documents you described are adequate.

 

[armani]

I understand and agree that a process map is not necessary - but, hypothetically, how can an externally provided process be represented in such a map?
This subject wasn't approached, as i see here.

 

[John Broomfield]

If you depict process interactions using a deployment (swim lane) flowchart you can dedicate lanes to internal and external organizations thereby showing their interactions.

 

[armani]

What do u mean by "internal and external organizations"?
Do u have an example?

 

[John Broomfield]

Usually:

Internal: Department or Job Title

External: Customers, Suppliers, Regulator